Managers also use management functions to achieve their desired goals. Loyalty is important amongst leaders. Team members tend to be more loyal to their leaders than their managers. This is due in part to leaders accepting the blame for when things go wrong, celebrating team/group achievements and giving credit when it is due. Managers do not interact with their subordinates as much as leaders do.
People, in general, want to be led, but need to be managed. Leadership and management can often be mistaken as the same task, and although they are complimentary of each other, they are not the same skillset. Leadership is the ability to bring clarification on the vision, help others achieve their goals, and develop and inspire the people of the organization. Management, on the other hand, is the ability to make sure tasks are being completed, controlled, and monitored to run the organization effectively. Both can be done without the other, as in a person may be a good manager but not a good leader, or they may be a good leader but not a good manager.
By separating these subordinates into these categories, the leader can create an in-group and an out-group. Much like those commonly associated with Social Psychology, these are created with the intention of having the in-group aligned with the leader and the out-group kept at a distance. Those in the in-group are expected to go above and beyond their normally assigned duties and both express an interest... ... middle of paper ... ... Cable, D.A. (2008). Employee resistance to organizational change: Managerial influence tactics and leader- member exchange.
When there is a harmonious relationship amongst leaders, employees and the organization, there will be job satisfaction and improved productivity. On the other hand, members of a team where the LMX is operational tend to form smaller groups of like minds and behaviours (in-groups); this reduces the engagement level of the leader to only a few members, leaving the whole divided (out-group). It is assumed that the in-group are always close to the leader and are more engaged and directed towards achieving the set goals. They also learn faster from the leader as the relationship makes character and behaviour impression possible and easy. A positive side to this division (in-group, out-group) is the ability of the leader to impress positive behaviours and character on members of the out-group using the in-group members.
What exactly are their individual roles? The purpose of this paper is to analysis these questions and to identify the differences and similarities between managers and leaders. As leaders, they have the personalities that engage people and can get them to follow them. Also there are managers some who are born leaders and others without the ability to lead.
BERNAMA: ACase Study Generally, a group can be defined as more individuals that are connected to each other by social relationship (Forsyth, 2006). Something should be noted that, most of organisations are consist of several people who work together in particular situations and times (Gordon, 2001). There are four criteria in describing a group; i) the members of the group must perceive themselves as a unit; ii) rewards must be provided by the group to its members; iii) if anything happens to one of the members in the group, the other members should feel the affect; and iv) they must sharing a common goal. Consequently, it could create a group dynamic in a group. Group dynamics involve the study and analysis of how people interact and communicate with each other in face-to-face small groups and it can provide a vehicle to analyze group communications with the intent of rendering the group more effective (Davis &Newstrom, 1985).
The relationships within these pairings, or dyads, may be of a predominantly in-group or out-group nature. A leader initiates either an in-group or an out-group exchange with a member of the organization early in the relationship. Members of the in-group are invited to participate in decision making and are given added responsibility. The leader allows these members some latitude in their roles. The leader and key subordinates negotiate the responsibilities in a non-contractual exchange
This trend is detrimental. According to Kim (2006), the influences managers have in determining the behavior exhibited by their employees often define whether their firms are headed for failure or success. In most cases, moti... ... middle of paper ... ...vation of their employees. All the theories brought forth regarding employee motivation rotate on the need to make sure that employees are fully satisfied by offering both monetary and non-monetary incentives such as training, promotion and a safe working environment. It is often difficult for employees to devote themselves and engage fully in teamwork activities whenever their leaders favor some of their counterparts while showing bias against others.
• There is less stress while doing the work in a team and also if there is a problem in the organization then that problem is sought out easily by whole team and there is also more creativity in the work as compared to the individual work. COMPARISON, HOW TEAM WORK IS BENEFIT OVER INDIVIDUALISM? In the other hand, individual work is also good form of the work because the person can do their work independently by their own will without any limitations but as compared to the team work, the team work has more benefits than the individualism in the business organization that I explained in the points above the paragraph like workload is less, has more ideas, sought out the problems easily and so on. So, the work in a team has more benefits as compared to the work individually. (JoSTrans) Summary To summarize this, I would like to say that doing work in the team as compared to individual work in the business organization is beneficial because there are more benefits like more ideas, easy and reliable, decrease in workload, solve the problems easily, better outcomes in the business and so on.
Obviously, in order to obtain these roles, one must have influence over their subordinates, but does the level of influence fluctuate between a manager’s role and a leaders role? What exactly are their individual roles and are they one in the same? The purpose of this paper is to analysis these questions and to distinguish the differences and similarities between managers and leaders and the possibility of one individual possessing both titles. Roles What constitutes leadership? To be a leader, one must have followers and following is a voluntary action.